PR.qxd 5/3/04 2:31 PM Page i Further Praise for People-Focused Knowledge Management “Drucker may point the way of a knowledge economy, a knowledge business, a knowledge worker, but Karl Wiig instructs us precisely how to take advantage of a dynamic knowledge strategy In People-Focused Knowledge Management, he simplifies the complex, makes the concepts relevant and actionable and leaves the (inevitable) results to us Finally, we have a resource for creating a compelling knowledge value proposition linking economics, behavior and technology For decades, his remarkable graphics and penetrating analysis has been a cornerstone for managerial excellence in all corners of the globe and all sectors of the economy Few can match his roots and vision in this field; and no one will be disappointed with this newest triumph.” — Debra Amidon, Founder and CEO, Entovation International, Ltd., and Author of The Innovation Superhighway “Melding theory with application, Wiig has created an invaluable ready reference for everyone who works in the knowledge management arena He is uniquely qualified to provide such a thorough and thought-provoking analysis of the role of knowledge and knowledge management in meeting the business challenges that we all face.” — Alex Bennet; Mountain Quest Institute; Co-Author of Organizational Survival in the New World: The Intelligent Complex Adaptive System; former Chief Knowledge Officer of the U.S Department of the Navy “This book distills the practical and theoretical wisdom of one of the true pioneers in the field of Knowledge Management The constant interplay of case analysis and fundamental propositions signals the coming of age of the discipline It takes seasoned practitioners and students alike to the strategic and systematic perspective of management that is required to release the power of knowledge in action.” — Francisco J Carrillo, Professor of Knowledge Management, Center for Knowledge Systems, ITESM “In People-Focused Knowledge Management, Karl Wiig goes beyond the boundaries of traditional knowledge management and integrates this with recent cognitive research on such diverse subjects as mental models, narrative, conceptual blending, decision theory, and sense making, in a very comprehensive treatment.” — Steve Denning, Author of The Springboard “Karl Wiig’s understanding of the human and organization dynamics of KM is unsurpassed His decades of experience and insight are captured in this seminal work.” — Carla O’Dell, Ph.D., President, APQC “When it comes to weaving together theory and practice, Karl Wiig is a master! People-Focused Knowledge Management illustrates this beautifully In it he integrates management philosophy with company specific illustrations, cutting edge epistemological theory with specific knowledge management strategies, and current psychological research with operational details The depth of Wiig’s analysis is unusual, and the fact that he carries the analysis all the way to concrete actions makes this book an especially valuable addition to the growing literature on knowledge management A feast for the mind as well as the enterprise!” — Sue Stafford, Professor and Chair, Department of Philosophy, Simmons College This page intentionally left blank PR.qxd 5/3/04 2:31 PM Page iii People-Focused Knowledge Management This page intentionally left blank PR.qxd 5/3/04 2:31 PM Page v People-Focused Knowledge Management How Effective Decision Making Leads to Corporate Success Karl M Wiig KNOWLEDGE RESEARCH INSTITUTE, INC AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO An imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Elsevier Inc All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible Library of Congress Cataloging-in-Publication Data Wiig, Karl M People-focused knowledge management : how effective decision making leads to corporate success / Karl M Wiig p cm Includes bibliographical references and index ISBN 0-7506-7777-5 (pbk : alk paper) Knowledge management — Social aspects Organizational effectiveness Organizational learning Decision making Corporate culture Organizational behavior I Title HD30.2.W52 2004 658.4¢038–dc22 2004005921 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ISBN: 0-7506-7777-5 For information on all Butterworth–Heinemann publications visit our Web site at www.bh.com 04 05 06 07 08 09 10 10 Printed in the United States of America PR.qxd 5/3/04 2:31 PM Page vii CONTENTS Acknowledgments, xvii Preface, xix Foreword, xxi Chapter Competing in the Global Economy Requires Effective Enterprises Premise 1-1: The Global Economy Demands Excellence, The Competitive Enterprise Example, The Global Economy Challenge, The World Requires Us to Change, Knowledge-Intensive Work, The Misunderstanding of Knowledge-Intensive Work, Knowledge Intensity, Work Is Becoming Increasingly Complex and Valuable, Complex Work Creates Greater Value, 12 The Six Major Challenges, 12 Four Management Initiatives, 17 Enterprise Effectiveness Requires Good Intellectual Capital Assets, 19 Examples of Structural Intellectual Capital, 22 The Role of Knowledge Workers, 23 vii PR.qxd 5/3/04 2:31 PM Page viii viii Contents Chapter The Effective Enterprise Premise 2-1: Individual Actions Lead to Overall Enterprise Performance, 26 Premise 2-2: Effective Enterprise Behavior Leads to Success, 26 The Proactive and Decisive Company Example, 26 Management Philosophy, 27 Management Choices, 27 Knowledge-Related Practices and Actions, 28 Resulting Behavioral and Cultural Traits, 29 The Company’s Business Results, 29 What Does It Mean That an Enterprise Is Effective?, 29 Good Enterprise Performance Results from Effective Personal Actions, 31 Effective Enterprises Rely on Broad and Deep Knowledge, 33 What Is Successful Enterprise Performance?, 34 External and Internal Enterprise Effectiveness, 35 Success and Knowledge-Intensive Work, 36 The Importance of Information Technology, 36 Productivity Is Not Always What We Expect!, 37 Different Kinds of Productivity, 38 Value Creation and Productivity, 39 A Systemic Model of Enterprise Performance, 40 Changing Enterprise Performance Takes Time, 42 Characteristics of the Effective Enterprise, 44 Six Success Factors for the Effective Enterprise, 46 Six Behaviors of the Effective Enterprise, 51 Successful Performance Is Durable, 55 Performance Is a Function of Many Factors Acting Simultaneously, 58 The Intellectual Asset Management Mentality, 59 Building and Exploiting Intellectual Capital Assets Are Important, 60 People Adopt New Mindsets!, 61 26 PR.qxd 5/3/04 2:31 PM Page ix Contents ix Chapter Actions Are Initiated by Knowledgeable People: People Make Decisions and Act Using Different Kinds of Mental Functions 63 Premise 3-1: The Machinery of the Brain Metaphor Is a Useful Beginning, 63 Premise 3-2: The Mind-As-Machine Metaphor Does Not Cover Everything, 63 The Personal Reasoning Example, 64 Have We Misunderstood How People Think, Make Decisions, and Act?, 65 Thinking, Reasoning, and Knowledge, 69 Associations and Biases Govern Our Actions, 72 Information Is Not Knowledge!, 73 The Purpose of Knowledge Is Action; the Purpose of Information Is Description, 73 On Information, Knowledge, and Discontinuity, 76 Good Reasoning Matches Knowledge and Information, 77 Knowledgeable and Informed Decisions Deliver Performance, 80 Goal-Directed Reasoning Relies on Goals, Information, and Knowledge, 81 Personal Knowledge Is Built from Mental Models, 83 On Mental Models, 85 Many Mental Models Are Based on Metaknowledge, 86 The Importance of Metacognition, 87 The Importance of Implicit Learning, 89 The Personal and Enterprise Knowledge Evolution Cycle, 89 The 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(1999) The MIT Encyclopedia of the Cognitive Sciences Cambridge, MA: MIT Press Winograd, Terry (1988) Byte 13, no 11, December, p 256 Wright, Andrew (2000) “Stories and their importance in Language Teaching.” Humanising Language Teaching 2; Issue 5; September 2000 Wright, Robert (1994) The Moral Animal — Why We Are the Way We Are: The New Science of Evolutionary Psychology New York: Pantheon Index.qxd 5/3/04 2:28 PM Page 357 INDEX Abductive reasoning, 104 Abstraction general principles, 326 metacognition, 86–89, 326–327 metaknowledge, 86–87, 232–233, 325–326 operational models, 324 routines, 323–324 schemata, 325–326 scripts, 325 Actionable knowledge, 74 Action Reviews, 307 Action Space enterprise situation handling and, 172–175, 181–183 personal situation handling and, 123, 124, 140–141 Aircraft simulators, 97 Analysis methods asset mapping, 283–284 benefit assessment, 290, 293–296 competitive, 287 critical knowledge function analysis, 289–290 critical knowledge functions, 288, 291–292 diagnostics, 288–289 flowcharting and analysis, 287–288 knowledge mapping, 286–287 landscape mapping, 284–286 surveys and audits, 281–283 Apprenticing, 97 Artificial intelligence (AI), 15, 217, 260 Assembly line workers, 9–10 Asset mapping, 283–284 Associations, 72–73 Audits, 283 Automatic routine working knowledge, 91 Behaviors of effective enterprises, 51–55, 255–257 Benefit assessment, 290, 293–296 Biases, 72–73 Brase, Wendell, 51 Buckman Laboratories, 254 Business changes in the nature of, 14 focus, 299 simulations, 96–97 Capabilities, renewing, 244 Capture and transfer, 305–307 Case-based reasoning (CBR), 131 Chaparral Steel, 254 Chunked concepts, 71 Codification strategy, 256 Cognitive styles, 67 Collaboration, 9, 303–304 Communication, stories and effective, 109–110 Communities of practice (CoPs), Competition, increase in, 14 Competitive behavior, 54–55 Competitive enterprise example, 1–4 Competitive knowledge analysis, 287 Conceptual blending, 69 357 Index.qxd 5/3/04 2:28 PM Page 358 358 Index Conservatism, 55 Consistency, 52–53 Craik, Kenneth, 85 Critical knowledge function analysis (CKFA), 289–290 Critical knowledge functions (CKFs), 288, 291–292 Critical thinking, 71 Culture enterprise, 239–240 knowledge-supportive, 225 NGKM mentality and corporate, 237–241 Customer relationships, securing and improving, 243–244 Customer relations management (CRM), 15 Decision making associations and biases, 72–73 based on past experiences, 66–67 enterprise, 175–176 informed and knowledgeable decisions and performance, 80 pragmatic, 90 single-stage versus multistage, 132–134 situation handling and, 123, 131–135, 150–151 Declarative metaknowledge, 87 Deductive reasoning, 104 de Geus, Arie, 55–56 Deliberate and systematic knowledge management, 216–217, 225–227 Demand pull, 235, 237 Diagnostics, 288–289 Disincentives, 232 Drivers, 40 Economic productivity, 38 Economic Value Added (EVA) knowledge, 299 Education, providing, 16–17, 304 Edvinsson, Leif, 21 Effective enterprises behaviors of, 51–55 characteristics of, 44–46 defined, 29–37 definition of successful performance, 34–35 example of proactive and decisive company, 26–29 external versus internal, 35 factors contributing to, 46–50 individual actions and, 26 information technology, role of, 36–37 knowledge, role of, 33–34 knowledge-intensive work and, 36 management mindset, 59–62 performance, durable, 55–59 performance based on personal actions, 31–32 performance model, 40–43 productivity issues, 37–40 success based on behavior, 26 Effectiveness-seeking behavior, 52, 245–246, 255–257 Efficiency, 245–246 e-Learning, 97 Electronic performance support systems (EPSSs), 15 Employees changing workplace and impact on, 263–268 empowerment of, 50 engagement behavior, 53–54 needs of, 16 opportunities provided, 49 in proactive and decisive companies, 28–29 shared understanding, 226, 241–244 training and educational needs, 16–17, 304 Empowerment, employee, 50 Index.qxd 5/3/04 2:28 PM Page 359 Index 359 Enablers, 40 Engagement, effective enterprises and, 46, 53–54 Enterprise culture, 239–240 Enterprise effectiveness strategy, 256 Enterprise focus, NGKM and, 228–230 Enterprise resource management (ERM), 15 Enterprise situation-handling See Situation-handling, enterprise Enterprise value creation (EVC), 16 Environment, trusting, 231 Ethics, 51–52 Evaluation methods, 232 Execution Capability enterprise situation handling and, 186–189, 191–192 personal situation handling and, 123, 143–144 Execution method models, 151 Expert networks, Explicit reasoning, 70 External effectiveness, 35 effective behavior needed for, 255–257 example of a company’s position, 248–252 expectations, 252–269 expected developments, 257–263 operational benefit expectations, examples of, 262–263 pressures, 254–255 strategic benefit expectations, examples of, 261–262 tactical benefit expectations, examples of, 262 Goal-directed reasoning, 81–83 Goals, 29–30 W.L Gore & Associates, 254 Governance, 227 approach models, 151–152 Governance Competence and Perspectives enterprise situation handling and, 192–194, 198–199 personal situation handling and, 123, 147 Facilitators, 40 Facts versus stories, remembering, 66 Feedback, 232, 307–308 Financial conservatism, 55 Financial productivity, 38 Flowcharting and analysis, 287–288 Human capital management (HCM), 14 Hymowitz, Carol, 237 General and world knowledge, relevance of, 152–153 General principles, 326 Gilhooly, K.J., 69 Global economy challenge of, 4–6, 12–17 competitive enterprise example, 1–4 Globalization changing workplace, 263–268 Idealistic vision and paradigm knowledge, 90 Identity awareness, 55–56 Implementation enterprise situation handling and, 186–190 personal situation handling and, 123, 142, 142 Implicit learning, 89 Implicit reasoning, 72 Incentives, 232 Inductive reasoning, 104 Information differences between knowledge and, 73–83 Index.qxd 5/3/04 2:28 PM Page 360 360 Index discontinuity between knowledge and, 76 purpose of, 73–76 transfer focus, 301–302 Information technology (IT), 10, 217 capture and delivery focus, 302–311 effective enterprises and role of, 36–37 tools, 293–297, 308, 311 Innovation, effective enterprises and, 45 Innovation Capability enterprise situation handling and, 172–175, 183–186 personal situation handling and, 123, 141–142 Integrative management, 269–276 Intellectual asset management focus, 299–300 Intellectual capital (IC), 10 action-oriented, 19 building and exploiting, 60–61 concept of, 19–24 examples of structural, 22–23 inventorying, 283–284 measuring, 303 order-focused, 19 performance and, 21 personal, 19–20 role of knowledge workers, 23–24 strategic management of, 256 Intellectual capital management (ICM), 14 Interactive computer-based training (ICBT), 16 Internal effectiveness, 35 Jones Development & Engineering, Inc., 1–4 Knowledge acquisition, 92 actionable, 74 cafés, 304 development, 92 differences between information and, 73–83 discontinuity between information and, 76 distribution and deployment, 92–93 effective enterprises and role of, 33–34 leveraging, 93 new versus historic, 77 passive, 74 purpose of, 73–76 reasons for increasing, 93–98 refinement, 92 sharing, 301–302 trading, 266–267 Knowledge Asset Mapping (KAM), 283–284 Knowledge-based system (KBS) applications, 308 Knowledge benefit assessment (KBA), 290, 293–296 Knowledge discovery in databases (KDD), 76, 302, 308 Knowledge flowcharting and analysis (KFA), 287–288 Knowledge implementation, manipulation, and application perspectives, 223–225 Knowledge-intensive work defined, misunderstandings, 7–8 practices and actions, 28–29 success and, 36 Knowledge landscape mapping (KLM), 284–286 Knowledge management (KM), 14–15 deliberate and systematic, 216–217, 225–227 effective enterprises and, 48 example of proactive and decisive company, 26–29 present direction, 276–279 Index.qxd 5/3/04 2:28 PM Page 361 Index problems with conventional, 234–235 shared understanding, 225, 241–244 starting, 231–233 Knowledge management, peoplefocused See also New generation knowledge management (NGKM) premises, 213–214 vigilant company example, 214–216 Knowledge management support systems (KMSSs), 16 Knowledge mapping, 286–287 Knowledge workers, role of, 23–24 Leadership effective enterprises and, 44–45 mental reference models created by, 115–116 need for, 19 Learning accelerated, 225–226 e-, 97 enhanced with stories, 110–111 on the job, 97 organization, 300–301 Lepore, Dawn, 16 Lessons-learned-systems (LLS), 302 Lev, Baruch, 237 Lotus, 266 Macroproductivity, 38 Malden Mills, 254 Management choices, 27–28 effectiveness, 246 efficiency, 246 initiatives, 17–19 integrative, 269–276 mindset and effective enterprises, 59–62 objectives, 240, 270–272 philosophy, 27, 46, 48, 226 361 preparing and educating, 272–274 Management expectations, peoplefocused global example, 248–252 globalization and expectations, 252–269 premise, 248 Material productivity, 38 Mechanisms, 40, 42 Memory conceptual, 319 encyclopedic, 321–322 episodic, 320 human, 312–322 lexical, 321 long-term, 312, 318–322 medium-term/buffer, 312, 317–318 priming, 322 procedural, 319 semantic, 320 working/short-term, 314–317 Mental functions associations and biases, 72–73 capacity restraints, 68 misunderstandings of, 66–68 personal reasoning example, 64–65 reasons for understanding, 65 thinking and reasoning, 69–72 Mental models, 83–93 based on metaknowledge, 86–87 implicit learning, 89 levels of, 83, 103 metacognition, 86–89 methods for developing, 96–98 personal memory example, 100–101 real versus imaginary, 85–86 Mental reference models leaders and, 115–116 levels of, 103 organizational, 114–116 personal reference models, 102–105 Index.qxd 5/3/04 2:28 PM Page 362 362 Index premises, 100 preview, 102 situation handling and, 150–152 stories, 105–113 Mental simulations decision making and, 135 stories and, 111–113 Metacognition, 86–89, 327 Metaknowledge, 232–233, 326–327 mental models based on, 86–87 Metastrategic knowing, 86 Metatask knowing, 86 Microproductivity, 38 Mind-as-machine metaphor, 63–64 Mindset effective enterprises management’s, 59–62 NGKM, 237–241 Monitoring enterprise situation handling and, 192–198 personal situation handling and, 123, 144, 146–147 Motivation, effective enterprises and, 46, 49, 226, 233 Multistage decision-making, 132–134 Nanoproductivity, 38 Natural language processing (NLP), 260 Natural language understanding (NLU), 260, 302 Networking, 305 New generation knowledge management (NGKM), 14, 216 challenges, 235–237 enterprise focus, 228–230 implications, 230–231 intellectual capital mentality, 220 mentality and corporate culture, 237–241 operating differences, 222 organization that use, 253–254 people focus, 227–228 perspectives on, 222–225 philosophy, 219–220 role of, 217–218 strategies and practices, 220 systemic, self-sustaining, and self-renewing, 220 systems perspective, 220–221 technology focus, 230 vigilant applications, 221 why it is different, 218–221 Nokia, 254 On the job learning, 97 Operational benefit expectations, examples of, 262–263 Operational models, 324 Operational perspectives, 223–225 Opportunities, 226, 233 Organizational reference models, 114–116 Passive knowledge, 74 People focus, NGKM and, 227–228 People-focused knowledge management See Knowledge management, people-focused People-focused knowledge management expectations See Management expectations, people-focused Performance changes, making, 42 definition of successful, 34–35 durable, 55–59 factors affecting, 58 informed and knowledgeable decisions and, 80 intellectual capital and, 21 model, 40–43 productivity, 38 as a result of personal actions, 31–32 Index.qxd 5/3/04 2:28 PM Page 363 Index stress and, 67 support systems (PSSs), 267, 308 Permission, 226, 233 Personalization strategy, 256 Personal knowledge evolution cycle, 89–93 Personal situation-handling See Situation-handling, personal Perspectives, 123 Philosophy effective enterprises and, 44–45 management and, 27, 46, 48 Pragmatic decision-making and factual knowledge, 90 Priming, 71 Problem-Solving enterprise situation handling and, 177–181 personal situation handling and, 123, 135–140, 150–151 Procedural metaknowledge, 87 Productivity effective enterprises and, 37–40 types of, 38–39 value creation and, 39–40 Product and services, produce and deliver, 243 Quality, effective enterprises and, 45 Reasoning, 69–72, 77, 80 case-based, 131 deductive-inductive-abductive, 104 goal-directed, 81–83 tacit versus explicit, 70 Recognition, of situations, 147–148, 150 Reference models See Mental models Renewal, effective enterprises and, 45 363 Resources conserving, 244 effective enterprises and, 45, 226 Role models See also Mental reference models power of, 240–241 reasons for having, 67 Romer, Paul, Routines, 323–324 SAS Institute, 253–255 Schemata, 325–326 Scripts, 325 Sensemaking enterprise situation handling and, 156–157, 167, 168 personal situation handling and, 122, 123, 127–128, 156–157 Sensitivity, 55 Service paradigms, 242–244 Shadowing, 97 Shared understanding, 225, 241–244 Sharing knowledge and information, 301–302 Single-stage decision-making, 132–134 Situation, defined, 121 Situational Awareness enterprise situation handling and, 170–172 personal situation handling and, 123, 124, 128, 131 Situation-handling, enterprise action program details, 206–212 Action Space, 172–175, 181–183 background to, 160–162 damage control after product failure example, 198–199 decision making, 175–177 decision making/problem solving and action selection, 158–159, 172–175 Index.qxd 5/3/04 2:28 PM Page 364 364 Index example, 155–160 example of Financo, 164–167 Execution Capability, 186–189, 191–192 general aspects, 159 Governance Competence and Perspectives, 192–194, 198–199 hiring competent staff example, 176–177 Implementation, 186–190 importance of, 200–205 Innovation Capability, 172–175, 183–186 knowledge management aspects, 160, 165, 168, 170, 172, 175, 176–177, 181, 183, 186, 188–189, 190, 191, 194, 198, 199 lack of balanced decision making example, 195–198 levels, 200 marketing department example, 167–168 Monitoring, 192–198 premise, 155 problems, defining, 157–158 problem solving, 177–181 production line example, 168–170 repairing relations with unhappy clients example, 177–181 restructuring sales to increase profits example, 181–183 retained earnings and long-term success example, 172–175 Sensemaking, 156–157, 167, 168 Situational Awareness, 170–172 societal responsibilities example, 193–194 staffing problem example, 171–172 strategic partnership example, 189–190 strategy not implemented example, 187–188 tasks, 162–164 technology to make cost reductions example, 185–186 use of in-house staff only example, 191–192 Situation-handling, personal Action Space, 123, 124, 140–141 customer service example, 118, 125–126 Decision-Making, 123, 131–135, 150–151 defined, 120 Execution Capability, 123, 143–144 general and world knowledge, relevance of, 152–153 Governance Competence and Perspectives, 123, 147 Implementation, 123, 142, 142 Innovation Capability, 123, 141–142 mental reference models in, 150–152 model, 122–126 Monitoring, 123, 144, 146–147 need to understand adjacent operations, 152 premises, 117 Problem-Solving, 123, 135–140, 150–151 process, 118–122 recognition and, 147–148, 150 resources for, 124 Sensemaking, 122, 123, 127–128 Situational Awareness, 123, 124, 128, 131 stories and, 148–153 tasks, 123 topic domain knowledge, 149–150 Index.qxd 5/3/04 2:28 PM Page 365 Index Skandia Navigator, 21 Societal/global perspectives, 222–225 side effects, 267–268 Sohlberg, Ragnhild, 124 Stakeholder supportive behavior, 54 Stories (storytelling), 96 context-specific, 107–108 effective communication, 109–110 forms of, 107 importance of, 107–113 learning enhanced with, 110–111 mental reference models and, 105–113 mental simulations and, 111–113 problems tackled with, 110 recalling, 107 situation handling and, 148–153 versus facts, remembering, 66 Strategic benefit expectations, examples of, 261–262 Strategic perspectives, 222–225 Strategy, effective enterprises and, 44–45 Stress, performance and, 67 Success factors, 226–227 Supply chain management (SCM), 16 Supply push, 237 Surveys, 281–283 365 Sveiby, Karl-Erik, 21 Swedish Financial Co., 20 Systematic schema and reference methodology knowledge, 90 Tacit reasoning, 70, 72 Tacit subliminal knowledge, 90 Tactical benefit expectations, examples of, 262 Tactical perspectives, 222–225 Targeted knowledge, 232 Taylorism, Teams, 232 Technology, impact of, 9, 11–12, 36–37 Technology focus, NGKM and, 230 Thinking process, 69–72 Tolerance, 56 Topic domain knowledge, 149–150 Training, 16–17, 304 Understanding, shared, 225, 241–244 Value creation, productivity and, 39–40 Vigilance surveys, 281–283 Vision, 232 Workplace challenges facing, 12–17 changing, 263–268 increased complexity in, 9–14 ... iii People-Focused Knowledge Management This page intentionally left blank PR.qxd 5/3/04 2:31 PM Page v People-Focused Knowledge Management How Effective Decision Making Leads to Corporate Success. .. Congress Cataloging-in-Publication Data Wiig, Karl M People-focused knowledge management : how effective decision making leads to corporate success / Karl M Wiig p cm Includes bibliographical... Paradigm, 242 Knowledge- Related Effectiveness and Efficiency, 245 Knowledge Effectiveness and Efficiency, 245 Knowledge Effectiveness, 245 Knowledge Efficiency, 245 Knowledge Management Effectiveness